Related tag: GCC Solutions

UNION BUDGET 2025 AND INDIA’S GCC AMBITIONS

INDIA GCC STORY:

The Global Capability Center (GCC) landscape in India has undergone a remarkable transformation over the past two decades. Originally conceived as cost-saving hubs for multinational companies, GCCs have evolved into strategic assets driving innovation, digital transformation, and business value.

The concept of GCCs in India took root in the 1990s and through the early 2000s. The primary driver was cost efficiency, as India offered a large pool of highly skilled and relatively inexpensive talent compared to developed markets.

The centers established then were primarily focused on IT Services, Software Development, and BPO. The Indian government’s supportive policies, including the establishment of Software Technology Parks (STPs) and Special Economic Zones (SEZs), further facilitated the growth of the GCCs.

The GCC landscape in India began to diversify and expand from the mid-2000s. Companies started leveraging India not just for cost advantages but also for the quality and expertise of its talent pool. The focus shifted from basic IT services to more complex and value-added functions such as research and development (R&D), product engineering, and knowledge process outsourcing (KPO).

The evolution continued through the 2010s, as the GCCs became integral units of their parent organizations as the strategic hubs for delivering business outcomes that were core to their global operations while driving innovation and digital transformation.

Through this period, GCCs in India became pivotal in driving digital initiatives, such as the adoption of artificial intelligence (AI), machine learning (ML), big data analytics, cloud computing, and the Internet of Things (IoT).

As we look to the future, the next phase of growth for GCCs in India promises to be even more exciting, with new opportunities, challenges, and possibilities on the horizon, as they expand into new domains and continue to drive innovation to solve complex business problems, improve customer experience, and drive business growth.

KEY HIGHLIGHTS ON GCCs AND DEEP TECH ECOSYSTEM FROM UNION BUDGET 2025:

1. Strategic Expansion of GCCs to New Horizons:

A comprehensive national framework will guide states in promoting Global Capability Centers (GCCs) beyond major cities into emerging Tier-2 locations. This strategy includes recommendations for improving talent pools, infrastructure, regulatory reforms in building byelaws, and mechanisms for stronger industry collaboration.

2. Boosting Deep Tech Innovation with Fiscal Incentives:

The budget introduces targeted tax benefits and funding grants specifically for deep tech startups focusing on areas like Artificial Intelligence, semiconductors, and quantum computing. These incentives aim to reduce financial barriers, encouraging more R&D in these high-potential fields.

3. Cultivating a Skilled Workforce for Future Technologies:

New educational initiatives and partnerships between academia and industry will focus on developing skills crucial for deep tech and GCC roles. This effort includes tailored programs in advanced technology areas, ensuring a steady supply of skilled professionals ready for global markets.

4. Establishing Hubs for Deep Tech and GCC Synergy:

The government plans to set up Deep Tech Parks and Centers of Excellence (CoEs). These hubs will not only provide cutting-edge facilities but also serve as collaborative spaces where GCCs can leverage deep tech innovations, fostering a symbiotic growth environment.

5. Facilitating Global Partnerships in Tech and Business:

Policies will be reformed to ease cross-border data movement, enhance IP rights protection, and encourage joint research projects. This initiative aims to attract more international companies to establish or expand their GCCs in India while simultaneously enabling Indian deep tech firms to connect with global markets and technology leaders.

WHAT DOES THIS SPELL FOR THE INDIAN JOB MARKET OVER THE NEXT DECADE:

1. Decentralized Hub Expansion:

The strategic move towards Tier-2 cities will decentralize the concentration of GCCs, leading to widespread economic benefits. This shift will not only alleviate urban overcrowding but also harness the untapped potential of regional talent, fostering local economic development and innovation.

2. De-facto Second Headquarters for MNCs:

By 2030, India’s GCCs will not just support operations but will act as de-facto second headquarters for many multinational corporations. These centers will wield significant influence over global business strategies, product innovation, and market expansions, making India indispensable in the corporate decision-making process.

3. Global Strategic Centers:

Through enhanced policy frameworks for data exchange and intellectual property, GCCs in India will become critical nodes in multinational corporations’ global strategy. This will position India as a hub not just for cost-effective services but for strategic decision-making and pioneering tech solutions.

4. Talent Ecosystem Transformation:

By focusing on specific skill enhancement programs and attracting global talent, India will cultivate an unparalleled talent ecosystem. GCCs will benefit from this by employing a workforce that’s not only technically proficient but also culturally diverse, driving creativity and problem-solving capabilities.

5. Socio-Economic Elevation through High-Value Jobs:

The growth trajectory of GCCs will lead to the creation of a multitude of high-value jobs, significantly impacting the socio-economic framework. This job growth will be characterized by roles that require advanced skills, offering better wages and opportunities for career advancement, thereby uplifting the living standards and economic status in both urban and emerging city landscapes.

CONCLUSION

Government of India is starting to demonstrate a profound understanding of the strategic value inherent in the Global Capability Centers (GCC) sector. Presently, targeted policy interventions are being implemented to reposition India not merely as a service center but as a pivotal node for global corporate strategy. This vision has set GCCs on a path to evolve into de-facto secondary headquarters for multinational entities, fostering ongoing expansion into new regions, driving continuous innovation, and influencing global business decisions. By enhancing skill development, attracting premier talent, and catalyzing economic growth, these centers are affirming India’s role as a leading force in the international business and technology landscape, with significant implications continuing to unfold by 2030.

“A national framework will be formulated as guidance to states for promoting Global Capability Centres in emerging Tier-2 cities. This will suggest measures for enhancing availability of talent and infrastructure, building byelaw reforms, and mechanisms for collaboration with industry”

– Smt. Nirmala Sitharaman, Honourable Finance Minister of India, Union Budget 2025

CITATIONS


BusinessWorld: National Framework for GCCs Announced
Economic Times: Budget 2025 and India’s GCC Surge
Business Standard: Budget 2025 Boosts Domestic Manufacturing

For more insights on our GCC services, contact us at info@peopleequation.io

Aligning Your Global Capability Centre with Strategic Business Objectives

Introduction

Aligning a Global Capability Centre (GCC) with strategic business objectives means ensuring that the GCC’s operations and capabilities directly contribute to the company’s strategic goals, by focusing its talent, technology, and processes on key business priorities.

This could include leveraging the GCC to drive innovation in key areas like digital transformation, cost optimization, market expansion, product development, and customer experience enhancement, with specific examples like: developing AI- powered solutions to improve customer service, creating data analytics platforms for market insights, building scalable cloud infrastructure for new product launches, and optimizing operational processes to reduce costs; all while ensuring the GCC’s capabilities are tailored to the company’s overall strategic priorities.

Key Steps to Aligning a GCC with Business Strategy

1. Identify key business drivers

Clearly understand the company’s current strategic priorities, such as market expansion, digital transformation, cost reduction, or product development, to guide GCC operations

2. Skillset development

Build a talent pool within the GCC with specialized skills and expertise aligned with the company’s critical business needs, including emerging technologies and industry trends

3. Process optimization

Leverage the GCC to streamline and improve existing business processes, identifying areas for automation and efficiency gains

4. Innovation hub

Encourage a culture of innovation within the GCC, enabling teams to develop new solutions, products, and services that contribute to future business growth

5. Strategic partnerships

Collaborate with other business units and stakeholders across the organization to ensure the GCC is seamlessly integrated into the overall business strategy

Important considerations for a successful alignment:

  • Clear strategic mandate: The GCC’s mission and objectives should be clearly defined and aligned with the overall business strategy
  • Leadership alignment: – Ensure senior leadership is actively involved in defining GCC strategy and aligning it with overall business objectives
  • Talent development: – Investing in training and up-skilling programs to ensure the GCC workforce possesses the necessary skills for current and future business needs
  • Cultural fit: – Foster a collaborative culture within the GCC that aligns with the company’s overall values and promotes effective cross-cultural communication
  • Collaboration and communication: – Fostering strong communication channels between the GCC and global teams to facilitate knowledge sharing and seamless integration.
  • Performance measurement: – Establishing key performance indicators (KPIs) to monitor and evaluate the GCC’s contribution to the company’s strategic objectives

Few examples of the purpose of a strategically aligned GCC:

A GCC that is aligned with the strategic business objectives of the enterprise it belongs to, could be focused on:

1. Digital Transformation:

  • Developing AI-powered chatbots: A GCC can leverage its expertise in machine learning to build advanced chatbots for customer support, improving response time and customer satisfaction, a key strategic objective for many companies
  • Creating data analytics platforms: By utilizing data science capabilities within the GCC, companies can gain valuable insights from customer data to drive targeted marketing campaigns and product development decisions
  • Building cloud-based applications: A GCC can be tasked with designing and developing cloud-native applications to enable faster time-to-market and improve scalability

2. Cost Optimization:

  • Process automation: The GCC can identify and automate repetitive tasks across different business functions, significantly reducing operational costs
  • Resource optimization: By leveraging the flexible talent pool in a GCC, the enterprise can efficiently allocate resources based on project demands, minimizing unnecessary expenses
  • Sourcing cost-effective solutions: GCCs can be responsible for identifying and partnering with vendors offering cost-competitive services and technologies

3. Market Expansion:

  • Local market expertise: A GCC located in a specific region can leverage local knowledge and language skills to tailor products and services to meet the needs of that market
  • Developing region-specific marketing campaigns: GCC teams can design and execute localized marketing initiatives to effectively reach new customer segments in target markets
  • Building partnerships with local vendors: GCCs can facilitate collaborations with local partners to expand distribution channels and market reach

4. Product Development

  • Rapid prototyping: A GCC can be used to quickly develop and test new product concepts, accelerating the product development cycle
  • Testing and quality assurance: GCC teams can perform rigorous testing on new products to ensure high quality standards before launch
  • Feature enhancement: GCC engineers can contribute to ongoing product development by adding new features and functionalities based on customer feedback

There are several organizations that demonstrate a strong alignment between their Global Capability Centre and strategic business objectives.

Organizations such as Accenture, JP Morgan Chase, United Health Group and Mastercard often leverage their GCCs for delivering high-quality, cost-effective services, managing risks, analyzing data, ensuring regulatory adherence & compliance, preventing fraud, and many such business-critical purposes.

Conclusion

By actively aligning their Global Capability Centre (GCC) with strategic business objectives, organizations can unlock significant value through enhanced innovation, operational efficiency, and cost optimization, ultimately positioning themselves for sustained growth and competitive advantage in the global market.

A well-aligned GCC goes well beyond just cost-saving and contributes directly to strategic goals like innovation and growth. Aligning the GCC is crucial for future success and competitiveness in the global market.

For more insights on strategically aligning your GCC or assistance in implementing these strategies within your organization, please contact us at info@peopleequation.io. Together, we can unlock the potential of your organization and achieve extraordinary results.

What do India GCCs offer to the global organizations

1. EXECUTIVE SUMMARY:

The Global Capability Centre (GCC) landscape in India has undergone a remarkable transformation over the past two decades. Originally conceived as cost-saving hubs for multinational companies, GCCs have evolved into strategic assets driving innovation, digital transformation, and business value.

The concept of GCCs in India took root in the 1990s and through the early 2000s. The primary driver was cost efficiency, as India offered a large pool of highly skilled and relatively inexpensive talent compared to developed markets.

The centres established then were primarily focused on IT Services, Software Development, and BPO. The Indian government’s supportive policies, including the establishment of Software Technology Parks (STPs) and Special Economic Zones (SEZs), further facilitated the growth of the GCCs.

The GCC landscape in India began to diversify and expand from the mid-2000s. Companies started leveraging India not just for cost advantages but also for the quality and expertise of its talent pool. The focus shifted from basic IT services to more complex and value-added functions such as research and development (R&D), product engineering, and knowledge process outsourcing (KPO).

The evolution continued through the 2010s, as the GCCs became integral units of their parent organizations as the strategic hubs for delivering business outcomes that were core to their global operations while driving innovation and digital transformation.

Through this period, GCCs in India became pivotal in driving digital initiatives, such as the adoption of artificial intelligence (AI), machine learning (ML), big data analytics, cloud computing, and the Internet of Things (IoT).

As we look to the future, the next phase of growth for GCCs in India promises to be even more exciting, with new opportunities, challenges, and possibilities on the horizon, as they expand into new domains and continue to drive innovation to solve complex business problems, improve customer experience, and drive business growth.

2. OVERVIEW OF GCC LANDSCAPE IN INDIA

  • Snapshot of GCC Landscape in India

  • Evolution of GCCs in India

  • Distribution of GCCs in India Based on Geography

  • Distribution of GCCs in India Based on Industry

3. STRATEGIC VALUE PROPOSITION OF INDIAN GCCs

4. ART OF THE POSSIBLE – ACHIEVABLE OUTCOMES THROUGH A GCC MODEL

Enhancing Functional Capabilities:

Expanding service capabilities, ensuring business continuity, and enabling global operational efficiency through 24/7 support and strategic market proximity.

Driving Transformation:

Centralizing processes, integrating automation, and fostering innovation via digital hubs (e.g., CoEs) to streamline enterprise operations.

Reducing Operational Costs:

Minimizing total cost of ownership (TCO) by optimizing processes, labour, and resource allocation for cost-efficient delivery.

Enhancing Functional Capabilities:

  • Add scale to services: Expanding service delivery capacity to meet global demand.
  • HSBC GCC (Hyderabad): Scaled finance and analytics operations to support 60+ countries, processing 10M+ transactions monthly.
  • Back Office Operations: Centralizing administrative and support functions for efficiency.
  • Citibank GCC (Pune): Automated 80% of trade finance operations, reducing manual errors by 50% across 100+ markets.
  • Follow-the-sun service capability (24×7): Ensuring uninterrupted global service delivery across time zones.
  • Microsoft GCC (Hyderabad): Deployed 24/7 cloud support teams, resolving 90% of Azure client issues in under 2 hours.
  • Time zone proximity for service consumers: Aligning operations with client time zones for real-time collaboration.
  • Barclays GCC (Pune): Synced risk analytics teams with UK/US markets, accelerating report delivery by 40%.
  • Business Continuity Management: Ensuring operational resilience during disruptions.
  • Shell GCC (Bengaluru): Built redundant IT systems, maintaining 99.9% uptime during global supply chain crises.
  • Market presence or proximity: Leveraging geographic location to serve regional markets.
  • Walmart GCC (Bengaluru): Used India’s GCC to optimize APAC supply chains, reducing delivery lead times by 30%

Driving Transformation

  • Integration & streamlining of processes across acquired businesses: Harmonizing workflows post merger for synergy.
  • Cisco GCC (Bengaluru): Integrated 5 acquired SaaS platforms into a unified network architecture, cutting deployment time by 50%.
  • Centralization of enterprise processes (Q2C, S2P etc.): Consolidating core workflows for standardization.
  • JP Morgan GCC (Mumbai): Centralized global invoicing (Quote-to-Cash), reducing processing time from 14 days to 48 hours.
  • Process re-engineering and service improvement: Redesigning workflows for efficiency.
  • Siemens GCC (Gurgaon): Digitized Source-to-Pay (S2P), slashing vendor onboarding from 30 days to 72 hours.
  • Centers of Excellence (Engineering, Digital Transformation, Automation, DevOps, QA etc.): Building hubs for specialized expertise.
  • Microsoft GCC (Hyderabad): Launched an AI CoE, deploying ChatGPT-based tools to automate 30% of customer service queries.
  • Innovation Centre (Data, Analytics, Automation, AI etc.): Driving R&D for cutting-edge solutions.
  • Walmart GCC (Bengaluru): Built an analytics hub optimizing inventory forecasts, reducing overstock costs by $150M annually.
  • Business Development Centre / Contact Centre: Managing customer engagement and growth.
  • HSBC GCC (Hyderabad): Ran a multilingual contact centre for APAC, boosting customer satisfaction scores by 25%.
  • Market presence or proximity: Aligning operations with regional demand.
  • Dell GCC (Bengaluru): Leveraged India’s GCC to customize IT solutions for APAC SMEs, increasing regional revenue by 18%.

Reducing Operational Costs

  • Reduce TCO of products/services: Minimizing end-to-end costs through optimization.
  • Ford GCC (Chennai): Automated 70% of warranty claim processing, cutting TCO by $50M/year.
  • Time zone proximity for service consumers: Using geographic alignment to cut latency costs.
  • Target GCC (Bengaluru): Aligned analytics teams with US retail cycles, reducing markdown waste costs by $30M annually.

5. DEBUNKING THE MYTHS

Myth: Cost escalation and talent attrition will remain low and controllable

Reality Check:

While India remains cost-competitive compared to Western markets, rising demand for specialized skills (e.g., AI, cloud engineering, cybersecurity) has led to double-digit wage inflation in key GCC hubs like Bengaluru and Hyderabad. Talent attrition is a growing challenge due to intense competition among GCCs, IT services firms, and startups. For instance, attrition rates in tech roles often exceed 15–20%, driven by aggressive hiring and skill gaps.

Mitigation:

Companies must invest in retention strategies:

  • Upskilling/reskilling programs to future-proof talent.
  • Career pathing and global mobility opportunities.
  • Hybrid work models and holistic wellness benefits. Costs are rising, but GCCs still deliver 30–50% savings over onshore teams by

Myth: Certain critical business areas cannot be delivered from a GCC

Reality Check:

  • GCCs are no longer limited to IT support or finance/accounting. They now handle core, strategic functions:
  • R&D and product innovation: GCCs for companies like GE, Siemens, and Merck drive engineering and pharma research.
  • Advanced analytics and AI/ML: GCCs build predictive models and generative AI tools (e.g., JPMorgan’s AI research in Bengaluru).
  • Customer experience and digital transformation: GCCs manage end-to-end cloud migration, UX design, and omnichannel engagement. Even risk management, legal, and compliance roles are being outsourced, leveraging India’s domain expertise and tech capabilities.

Myth: Regulatory uncertainties and compliance complexities have eased out

Reality Check:

  • While India has streamlined FDI policies and improved ease of doing business, GCCs face evolving challenges:
  • Data localization laws (e.g., DPDP Act 2023) require stringent data governance.
  • Transfer pricing scrutiny and GST complexities persist.
  • Labor laws around gig workers, POSH compliance, and hybrid work models add operational layers.

Myth: GCCs should be concentrated in the top three cities to source highly capable talent

Reality Check:

  • While Bengaluru, Mumbai, and Delhi-NCR remain GCC hubs, other tier-1 cities are gaining prominence, and some tier-2 cities are becoming popular locations too:
  • Pune: Strong engineering talent pool (automotive, SaaS).
  • Hyderabad: Cost-effective infrastructure and cybersecurity expertise.
  • Chennai, Kochi, Jaipur: Emerging hubs for niche skills (IoT, blockchain, healthcare analytics).

Benefits of Decentralisation:

  • Lower operational costs (rent, salaries).
  • Reduced attrition due to less poaching.
  • Post-pandemic remote work models also enable access to talent in smaller cities.

Myth: The GCC model has reached its peak maturity and has now stagnated

Reality check:

GCCs are entering a new growth phase:

  • Expansion into Tier-3 Cities: Smaller GCCs focusing on hyper-specialized roles (e.g., Mangalore, Chandigarh etc. for embedded systems).
  • Collaboration with Startups: GCCs partner with Indian startups for co- innovation (e.g., Shell’s Bengaluru GCC working with climate-tech startups).
  • AI-Driven GCCs: Autonomous testing, self-healing IT systems, and AIOps are becoming mainstream. India hosts 1,800+ GCCs (FY2024), with sectors like healthcare, retail, and aerospace expanding rapidly.

6. WHAT LIES AHEAD

Cracking Industry 4.0 through the GCC Model

Explanation:

Industry 4.0, characterized by smart automation, IoT, AI/ML, and data- driven decision-making, is being accelerated by GCCs in India. These centres act as innovation hubs, enabling multinationals to integrate advanced technologies into global operations.

Key Contributions:

  • Smart Manufacturing: GCCs develop IoT-enabled predictive maintenance systems and digital twins (e.g., Siemens’ GCC in Bengaluru).
  • AI-Driven Analytics: Leveraging India’s data science talent to optimize supply chains, enhance quality control, and enable real- time insights.
  • Cybersecurity: Building robust frameworks to protect Industry 4.0 infrastructure from cyber threats.
  • Collaboration: Partnering with Indian startups and academia to co-create solutions (e.g., Bosch GCC working with IITs on automation).

Significance:

GCCs bridge the gap between R&D and implementation, reducing time-to- market for Industry 4.0 initiatives while maintaining cost efficiency.

Emergence of Hybrid & Virtual GCCs

Explanation:

Post-pandemic, GCCs are adopting hybrid (mix of physical and remote) or fully virtual models to enhance flexibility and access talent beyond geographic constraints.

Key Trends:

  • Remote Talent Pools: Virtual GCCs tap into skilled professionals in tier-2/3 cities (e.g., Jaipur for blockchain, Coimbatore for embedded systems).
  • Cloud Infrastructure: Adoption of cloud-native tools (AWS, Azure) enables seamless collaboration across global teams.
  • Cost Optimization: Reduced real estate and operational costs while maintaining productivity.
  • Challenges: Managing cross-cultural teams, ensuring data security, and maintaining engagement in virtual setups.

Examples:

  • Microsoft’s hybrid GCC model combines on-site labs in Hyderabad with remote teams for AI research.
  • Goldman Sachs’ virtual GCC in Bengaluru supports global finance operations with decentralized teams.

Outlook:

Hybrid models will dominate, supported by 5G, AR/VR tools, and AI-driven project management platforms.

India Capability Center vs. Global Capability Center & Future of Work

Explanation:

  • India Capability Centers (ICCs): Focus on serving domestic markets or localized R&D (e.g., Walmart India developing Flipkart’s tech stack).
  • Global Capability Centers (GCCs): Deliver services/products for global operations (e.g., JPMorgan’s GCC handling risk analytics for 50+ countries).

Key Differentiators:

Future of Work in GCCs:

  • Skills: Emphasis on AI, quantum computing, and ethical tech governance.
  • Work Models: Rise of gig workers, fractional leadership, and globally distributed teams.

CONCLUSION

he Indian GCC model has evolved from a cost-saving mechanism to a global strategic enabler. As companies navigate Industry 4.0, Indian GCCs will continue to be at the forefront of innovation, digital transformation, and business optimization. By leveraging India’s talent, infrastructure, and technological advancements, GCCs will play a pivotal role in shaping the future of multinational organizations worldwide.

Pioneering the Nordic Growth Story through India’s GCC Ecosystem

THE INDIA STORY

1.0 INTRODUCTION

The Global Capability Centre (GCC) landscape in India has undergone a remarkable
transformation over the past two decades. Originally conceived as cost-saving hubs for
multinational companies, GCCs have evolved into strategic assets driving innovation,
digital transformation, and business value.


The concept of GCCs in India took root in the 1990s and through the early 2000s. The
primary driver was cost efficiency, as India offered a large pool of highly skilled and
relatively inexpensive talent compared to developed markets.


The centres established then were primarily focused on IT Services, Software
Development, and BPO. The Indian government’s supportive policies, including the
establishment of Software Technology Parks (STPs) and Special Economic Zones (SEZs),
further facilitated the growth of the GCCs.


The GCC landscape in India began to diversify and expand from the mid-2000s. Companies
started leveraging India not just for cost advantages but also for the quality and expertise
of its talent pool. The focus shifted from basic IT services to more complex and value-added
functions such as research and development (R&D), product engineering, and knowledge
process outsourcing (KPO).


The evolution continued through the 2010s, as the GCCs became integral units of their
parent organizations as the strategic hubs for delivering business outcomes that were core
to their global operations while driving innovation and digital transformation.


Through this period, GCCs in India became pivotal in driving digital initiatives, such as the
adoption of artificial intelligence (AI), machine learning (ML), big data analytics, cloud
computing, and the Internet of Things (IoT).


As we look to the future, the next phase of growth for GCCs in India promises to be even
more exciting, with new opportunities, challenges, and possibilities on the horizon, as they
expand into new domains and continue to drive innovation to solve complex business problems, improve customer experience, and drive business growth.

1.2 OVERVIEW OF THE GCC LANDSCAPE IN INDIA

1.3 KEY DRIVERS SHAPING EVOLUTION OF GCCs IN INDIA

Several industry shifts and trends have shaped the evolution of GCCs in India from
cost centres to the innovation powerhouses driving digital transformation,
business value, and economic growth:

  • Increasing focus on innovation, digital transformation, and customer experience
  • Integration with global operations, delivering end-to-end product development, global supply chain management, and strategic decision- making processes.
  • The growing emphasis on R&D to develop new products, technologies and solutions, to solve complex customer problems
  • Talent and skills development through partnerships between the industry and the academia
  • The adoption of emerging technologies such as AI, ML, big data, cloud computing, and IoT

2.0 PEOPLE EQUATION’s EXPERTISE & EXPERIENCE

2.1 OUR AREAS OF EXPERTISE

2.2 OUR EXPERIENCE

3.0 PEOPLE EQUATION’s FOCUS ON THE NORDIC REGION

3.1 OUR SUCCESS IN THE NORDIC REGION

3.2 THE TALENT LANDSCAPE OF TOP 10 NORDIC GCCs IN INDIA

3.3 THE CATALYST FOR CAPABILITY-DRIVEN TRANSFORMATION

Many enterprises are pursuing transformation, with capability-led transformation
emerging as a pivotal driver of success. In this context, GCCs have become the most
preferred operating model globally, thanks to their ability to support and accelerate such
transformations. Over the past decade, India’s GCC ecosystem has matured significantly,
establishing itself as a strategic hub for global organizations.


Countries like the US and Germany have capitalized on this potential, making remarkable
progress in setting up GCCs in India. While some large and reputed Nordic companies have
started exploring this path, we believe there is considerable scope for scaling these efforts
to achieve greater impact.


At People Equation, our intent is to act as a strategic catalyst, helping a broader spectrum
of Nordic companies adopt the GCC-led operating model and unlock the full potential of
capability-driven transformation.